Why emotional intelligence matters when it comes to interpersonal skills

Emotional Intelligence, as assessed by the EQ-i 2.0, involves recognising, understanding, and managing our own emotions and those of others. In interpersonal relationships, a higher EQ can foster empathy, build trust, and improve communication. Let’s explore this in more depth:

Building Empathy and Understanding

Empathy is a key component of emotional intelligence. The EQ-i 2.0 model emphasises the importance of empathy in understanding and sharing the feelings of others, which can deepen connections and enhance mutual understanding in personal relationships.

Conflict Resolution

Emotional intelligence equips individuals with the skills to navigate conflicts effectively. By managing emotions and approaching conflicts with empathy and understanding, individuals can resolve disputes more constructively and maintain harmonious relationships.

How to use emotional intelligence to build and maintain interpersonal relationships

If you think about a manager or a colleague who has inspired you because of the way that they communicate or their ability to forge and sustain relationships with people at levels, it can usually be attributed, in some way, to emotional intelligence.

On the other hand, you have likely encountered someone whose interpersonal skills lead to miscommunications, poor or absent decision making or over assertiveness. Again, this is emotional intelligence – just the lower end of it.

Using the EQ-i 2.0 framework can provide actionable insights for developing and strengthening interpersonal relationships. In particular, it can help with:

Enhancing Emotional Self-Awareness

Emotional Self-Awareness, a core sub-scale of EQ-i 2.0, involves recognising and understanding your own emotions. By developing emotional self-awareness, individuals can better understand how their emotions influence their interactions and relationships.

Some questions you can ask yourself might be:

Do you know how you will react in certain contexts and situations?

Are you someone who knows their emotional triggers?

Can you harness your emotional intelligence to remain composed?

Active Listening and Communication

The importance of emotional intelligence when it comes to interpersonal skills can also be measured using active listening and clear communication. Both are vital for building and maintaining interpersonal relationships. The EQ-i 2.0 framework emphasises the importance of these skills in effective interpersonal communication, enabling individuals to understand and be understood by others. The art of communicating effectively starts with listening. Listening to what is being said, as well as what is not being said. s

Listening is arguably the most important skill when it comes to communicating effectively. It will trigger a belief, emotion or assumption in you. Being curious is the next step. Asking questions that allow for full answers. This is how great conversations happen! Try it in your next conversation.

One our favourite ted talks about how to have great conversations comes from Celeste Headlee. Definitely worth a watch!

Emotional Regulation

Emotional Regulation, another key competency of EQ-i 2.0, focuses on managing and controlling emotions effectively. By learning to regulate emotions and respond rather than react, individuals can avoid conflicts and misunderstandings in their relationships.

How is your impulse control?

Do you react first and think later?

How can you change your behaviour to absorb the information, take a breath and then respond?

The relationship between interpersonal skills and communication

Effective communication is integral to strong interpersonal relationships and is closely linked to emotional intelligence.

Empathetic Communication

Empathetic communication, rooted in the EQ-i 2.0 competency of empathy, involves understanding and acknowledging the emotions of others. This type of communication fosters trust and mutual respect in relationships.

Active Listening and Expressive Communication

Active listening and expressive communication are vital components of effective communication, both of which can be enhanced through the EQ-i 2.0 framework. By actively listening and expressing ourselves clearly and honestly, we can ensure that our messages are understood and valued by others.

Why interpersonal skills are needed for teams as well as those who work on their own

Freelance workers often work independently but also need to collaborate with clients, colleagues, and other freelancers. Emotional intelligence and interpersonal skills are essential for building and maintaining these professional relationships.

Building Trust and Credibility

For freelance workers, building trust and credibility with clients is crucial for success. Emotional intelligence, particularly the Interpersonal Relationships competency of EQ-i 2.0, can help freelancers build strong relationships based on mutual trust and understanding.

Effective Communication and Collaboration

Effective communication and collaboration are key for freelance workers who often need to work with various clients and teams. Emotional intelligence enables freelancers to communicate effectively, understand clients’ needs, and collaborate seamlessly with others.

The impact of interpersonal skills on team dynamics and culture building

In team settings, interpersonal skills play a significant role in shaping team dynamics and building a positive organisational culture.

Strong interpersonal skills, as measured by EQ-i 2.0, can foster team cohesion by promoting understanding, collaboration, and mutual respect among team members.

Interpersonal skills contribute to building a positive organisational culture by promoting open communication, empathy, and trust within the team. A positive culture, in turn, enhances teamwork, productivity, and job satisfaction.

Why interpersonal skills are important in leadership

Effective leadership requires a combination of technical expertise and interpersonal skills. Emotional intelligence is crucial for leaders to inspire, motivate, and lead their teams effectively.

Inspiring and Motivating Others

Leaders with high emotional intelligence can inspire and motivate their team members by understanding their emotions, needs, and aspirations. The EQ-i 2.0 framework equips leaders with the skills needed to inspire and empower their teams to achieve common goals. This “Fearless Leader‘ interview with Dr. Cathy Greenberg discusses the relationship between leadership and great interpersonal skills.

Building Trust and Rapport

Leaders who possess strong interpersonal skills can build trust and rapport with their team members more effectively. A higher score in the Interpersonal Relationships competency of EQ-i 2.0 indicates a leader’s ability to foster trust and collaboration within their team.

Effective Decision-Making and Conflict Resolution

Leadership often involves making tough decisions and navigating conflicts. Emotional intelligence, particularly the Stress Tolerance and Decision Making competencies of EQ-i 2.0, equips leaders with the skills needed to make informed decisions and resolve conflicts effectively.

Emotional Intelligence, as measured by the EQ-i 2.0 model, plays a crucial role in developing interpersonal skills essential for personal relationships, effective communication, team dynamics, and leadership. By focusing on key competencies such as Emotional Self-Awareness, Interpersonal Relationships, and Stress Management, individuals can build stronger connections, navigate conflicts effectively, and inspire others to achieve common goals.

The importance of emotional intelligence when it comes to interpersonal skills has never been greater. Investing in the development of emotional intelligence through the EQ-i 2.0 can lead to more emotionally effective workplaces.

if you want to learn more about using EQ to develop your interpersonal and leadership skills, visit out coaching pages. If you want to measure the emotional effectiveness of your oragnisation, click here to take the Emotionally Effective Workplace assessment.

The post The Importance of Emotional Intelligence When it Comes to Interpersonal Skills appeared first on ThinkEQ.

We have replaced genuine human interaction with technological communication and as a result, we have been left with the same traditional workplace problems but fewer human solutions to solve them.

This often leads to feelings of inadequacy, excessive pressure, stress and ultimately burn out and conflict as people struggle to manage their emotions to cope.

Emotional intelligence has emerged as a crucial skill set for navigating these situations more effectively. Unlike technical expertise, emotional intelligence focuses on understanding and managing emotions, open communication, deep listening, empathy, and constructive problem-solving.

By honing and developing these skills, people can begin to express themselves more positively, they listen more deeply, and regulate their emotions during tense situations, leading to more productive conflict resolution.

Thankfully, managing conflict in the workplace is something that everyone can learn to do effectively just by using their emotional intelligence.

The Role of Emotional Intelligence in Conflict Resolution

To start managing conflict in the workplace more effectively using emotional intelligence, we must first understand what emotional intelligence is and why it is so important when it comes to managing the emotions that people experience in times of conflict.

As defined by Dr. Steven Stein, Emotional intelligence (EI or EQ) encompasses the ability to recognise, understand, and manage one’s own emotions effectively, as well as the capability to perceive and influence the emotions of others. It involves a combination of self-awareness, self-regulation, social awareness, and relationship management.

Individuals with high emotional intelligence can navigate complex social situations with empathy and insight, communicate effectively, build strong relationships, and adapt to changing environments.

In essence, emotional intelligence represents a fundamental aspect of human behaviour that underpins successful interactions and interpersonal relationships in both personal and professional settings.

In short, Dr. Stein indicates those with higher EQ (emotional quotient), are more able to manage conflict and stressful situations more positively than those with a lower EQ. The good news is that EQ can be developed and strengthened.

Strategies for Managing Conflict with Emotional Intelligence

Self-awareness and an ability to see things from other people’s perspectives are key to managing conflict in the workplace. Understanding yourself and others can be pivotal in the way that you use your interpersonal skills to diffuse situations or influence people to come around to your way of thinking.

Steven Covey famously said that “people don’t listen with the intent to understand, they listen with the intent to reply”. This means they are not really listening. When you are not listening, and when you are more focused on your answer, you may miss vital messages or fail to comprehend or evaluate the message. Listen to what is being said but also, listen to what not being said.

If what you are hearing is unclear, follow up with a clarifying question. Ask for more details. Consider their point of view and where they might be coming from before firing back with your views.

When it comes to creating strategies for managing conflict, here are some examples of emotionally intelligent approaches to common workplace conflicts:

Active Listening and Empathy:

Rather than immediately reacting to a conflict, take the time to listen actively to the concerns of others. Demonstrate empathy by acknowledging their feelings and perspectives.

Example: “I understand that you’re frustrated with the current situation. Let’s discuss how we can work together to find a solution.”

Collaborative Problem-Solving:

Instead of placing blame or seeking to win the argument, focus on finding a mutually beneficial solution. Encourage open dialogue and brainstorming to explore different options.

Example: “Let’s set aside our differences and work together to come up with a solution that addresses everyone’s concerns.”

Assertiveness and Boundary Setting:

Clearly communicate your own needs and boundaries without resorting to aggression or hostility. Respectfully assert yourself while also considering the needs of others.

Example: “I appreciate your input, but I need to express my concerns as well. Can we find a compromise that works for both of us?”

Emotional Self-Awareness:

Recognise and manage your own emotions to prevent escalation of conflicts. Practice techniques such as deep breathing or taking a break to calm down before responding.

Example: “I’m feeling frustrated right now, but I know it’s important to approach this conversation calmly. Can we take a short break and revisit this later?”

Constructive Feedback and Criticism:

Offer feedback in a constructive and respectful manner, focusing on behaviours rather than personal attacks. Frame criticism as an opportunity for growth and improvement rather than as a negative judgment.

Example: “I value your contributions, but I noticed there were some errors in your report. Let’s discuss how we can work together to improve in the future.”

Conflict Resolution Mediation:

If necessary, involve a neutral third party to facilitate communication and resolution. Ensure that all parties feel heard and understood throughout the process.

Example: “It seems like we’re having difficulty finding common ground. Would you be open to having a mediator help us work through this?”

Tips for Managers: Handling Conflicts using Emotional Intelligence

As mentioned earlier, the evidence shows that great leaders typically have a higher EQ. Specifically, they tend to be more self-aware and empathetic. If you are a leader and looking for tops on how to handle conflict in the workplace using emotional intelligence, you can start by developing your self-awareness. Here are some questions to ask yourself:

• Do you understand yourself and your own emotional triggers?
• Do you listen to others and allow them to speak?
• Are you collaborative?
• Do you act impulsively or are you more composed?
• Are you aware of your impact on other people?
• Do you micromanage people or allow them autonomy?
• Is your way the only way?

Becoming self-aware takes effort and a willingness to be honest with yourself. It is a constant process of introspection and reflection.

One way to develop your self-awareness is to regularly check in with yourself to identify your emotions, thoughts, and behaviours and how you react in different situations.

Seeking feedback from others can also provide valuable insights into how other people see you. Identifying blind spots between how you see yourself and how others see you can be the basis for powerful self-development when it comes to the way you lead and manage.

Enhancing your Conflict Resolution Skills with Emotional Intelligence

Enhancing your conflict resolution skills as a manager, can be done by leveraging and looking for opportunities to use your emotional intelligence strengths, and fine tuning the areas you need to develop.  

We suggest an ‘awareness-listening-understanding’ approach. Be receptive to feedback and to always bettering yourself as a mediator in situations of conflict. Here are some other sugegstions:

Embrace Those Emotions:

Managers should engage in introspection to understand their own emotional responses, biases, and triggers in conflict situations.

Focus on Listening

Practice focused listening to grasp the underlying emotions and concerns of employees involved in conflicts.

Develop Understanding

Cultivate a deep understanding of others’ perspectives and emotions by actively empathising with their experiences.

Communicate with Confidence:

Learn to assert yourself assertively and respectfully while also considering the needs and viewpoints of others.

Become a Master Influencer:

Invest in building skills and knowledge in conflict resolution methodologies, such as mediation or negotiation techniques.

Above all, remain receptive to feedback and actively seek opportunities for personal and professional growth to continually enhance emotional intelligence capabilities.

Conclusion:

In the end, when people have differing views and agendas, there will always be conflict. Differing viewpoints can bring about new ways of thinking, positive improvements, and great decisions.

When conflict becomes unhealthy and leads to a culture of toxicity, that is when you need to have the right strategies in place when it comes to managing conflict in the workplace in a positive and professional way that gets everyone back on board.

If you are a leader and looking to develop your emotional intelligence to respond effectively to conflict in the workplace then EQ coaching could be for you. In all our EQ coaching sessions, we use the EQ-I 2.0 – the world’s only scientifically validated tool for the measurement of EQ – to support development and bring about real, meaningful change.

 Read our case study to see how leadership potential can be strengthened using EQ coaching.

The post Using Emotional Intelligence to Manage Conflict in the Workplace appeared first on ThinkEQ.

Embracing a leadership role means embodying the qualities that encourage creativity, drive performance, and cultivating a culture of collaboration and respect. It’s about growing past the basics to fully understand effective leadership.

Key Skills for New Leaders Moving From Team Member to Manager

The passage from team member to manager is a significant shift that introduces a new set of responsibilities. Beyond the day-to-day managerial duties lies the challenge of inspiring a team to achieve success. Management skills training for new managers is pivotal, closing the gap between beginner and skilled leader with a program that highlights:

• Strategic Communication: Crafting messages that motivate and resonate with team members.
• Conflict Resolution: Developing the skill to address and resolve disputes with a constructive and inclusive approach.
• Time and Priority Management: Navigating managerial responsibilities with efficiency and planning.
• Informed Decision-Making: Using insights and information to guide the team towards strategic objectives.
• Adaptive Leadership: Adjusting how you lead to suit the changing needs of the team and company.

This comprehensive skill set is the cornerstone of effective leadership, ensuring new managers are well-equipped to foster a thriving team environment.

Integrating Emotional Intelligence into Management

The core of modern management training focuses on emotional intelligence (EI) – the ability to understand your emotions and to empathise with others. EI is the undercurrent that strengthens leadership:

• Empathy in Action: Understanding the perspectives and needs of team members to enhance collaboration.
• Self-Reflection: Continuously assessing and refining one’s approach to leadership.
• Emotional Agility: Navigating the emotional landscape of the team to maintain morale and unity.

By centring EI in the developmental journey of new managers, organisations can create leaders capable of steering their teams with insight and compassion.

Building a Resilient Team Culture Under New Leadership

Effective management training helps new managers build a strong and flexible team culture. Skills honed through targeted training enable leaders to lay the foundations for a workplace where innovation flourishes, problems are solved together, and every team member feels valued and understood.

Navigating the Managerial Journey with Confidence and Competence

The transition to management is accompanied by challenges that test a leader’s problem solving skills, adaptability, and vision. Through coaching grounded in emotional intelligence and practical management skills, new managers learn to

approach these hurdles not as obstacles but as boosts for growth and strengthening of their leadership insight.

Mapping the Path to Management Excellence

The journey to becoming an effective manager is marked by continuous learning, self-discovery, and the strategic application of a diverse skill set. This guide offers new managers who are not only equipped to lead but inspired to innovate, collaborate, and drive their teams toward shared successes.

Discover the difference with Think EQ’s tailored Coaching for Early Careers, designed to elevate new managers from competent leaders to visionary stewards of their teams. Engage with us to explore how our bespoke training solutions can unlock your leadership potential and catalyse your team’s success.

The post Essential Management Skills Training for New Managers      appeared first on ThinkEQ.

From the outset, Neale, Spencer-Arnell and Wilson establish a compelling case for the critical role of EI in leadership effectiveness and personal growth. They demystify the concept of emotional intelligence, presenting it not as an innate trait but as a set of learnable skills that can be honed through deliberate practice and coaching interventions. This perspective empowers readers with a sense of agency, instilling confidence in their ability to cultivate and leverage their EI for success.

What sets “Emotional Intelligence Coaching” apart is its holistic approach to EI development, catering to leaders, coaches, and individuals alike. Neale, Spencer-Arnell and Wilson recognise that emotional intelligence is not just a leadership competency but a fundamental aspect of human interaction and well-being. As such, they offer practical strategies and tools tailored to the unique needs and contexts of each audience, ensuring relevance and applicability across diverse settings.

Central to the book’s framework is the integration of coaching methodologies with EI principles. Neale, Spencer-Arnell and Wilson advocate for a coaching approach that is grounded in empathy, authenticity, and mindfulness, emphasising the importance of creating a safe and supportive space for exploration and growth. Through case studies, coaching exercises, and reflection prompts, they equip readers with the skills and insights needed to facilitate meaningful change in themselves and others.

One of the book’s strengths lies in its emphasis on the interconnectedness of EI with other domains of performance and well-being. Neale, Spencer-Arnell and Wilson explore how EI influences communication, decision-making, resilience, and stress management, highlighting the cascading effects of emotional intelligence across various facets of life and work. This interconnected perspective promotes a deeper understanding of EI’s significance and relevance in diverse contexts.

“Emotional Intelligence Coaching” goes beyond the theory to offer practical guidance for applying EI concepts in everyday situations. Neale, Spencer-Arnell and Wilson provide actionable strategies for enhancing self-awareness, self-regulation, social awareness, and relationship management, empowering readers to navigate interpersonal dynamics with confidence and grace.

Throughout the book, the authors draw upon their extensive experience as coaches and consultants to illustrate key concepts and principles. Their real-world examples and anecdotes add depth and authenticity to the material, making it relatable and engaging for readers from all walks of life.

While “Emotional Intelligence Coaching” excels in its breadth and depth of coverage, one area for improvement could be a more nuanced exploration of cultural and contextual factors influencing EI. A deeper understanding of how cultural norms, values, and experiences shape emotional expression and perception would enrich readers’ understanding and effectiveness as coaches, particularly in multicultural environments.

Overall, “Emotional Intelligence Coaching: Improving Performance for Leaders, Coaches, and the Individual” is a transformative resource that empowers readers to reach their potential through the lens of emotional intelligence. With its practical guidance, insightful anecdotes, and emphasis on coaching as a catalyst for growth, the book serves as a roadmap for personal and professional excellence.

Emotional Intelligence Coaching: Improving Performance for Leaders, Coaches, and the Individual is available to buy on Amazon.

The post World Book Day: A Review of Emotional Intelligence Coaching: Improving Performance for Leaders, Coaches, and the Individual, By Stephen Naale and Liz Wilson. appeared first on ThinkEQ.

As an accredited training partner with the AC, we are now able to sign off your application and provide you with the 50 minimum hours. All of your accreditation support in one place for the very first time!

Previously, applicants needed 75 hours of coaching logged mainly from paying clients in order to apply for accreditation. However, the Association for Coaching now recognise pro-bono coaching hours, enabling our coach trainees to get actual real life experience during their coach training through our Think EQ Foundation.

Gathering coaching hours from paid clients, before their careers have really started, has always been a barrier to accreditation for some students therefore we are encouraged by today’s announcement from the Association for Coaching and we look forward to supporting our next cohort of trainees with their fast-track accreditation applications.

What does accreditation offer new coaches?

Becoming accredited offers a wealth of benefits, particularly to new coaches entering the profession. Here are some of the benefits in more detail:

Recognition and Credibility: Attaining accreditation from a reputable organisation like the Association for Coaching can enhance a new coach’s credibility and recognition within the coaching industry. Clients, employers, and peers may view accredited coaches as having met certain standards of professionalism and competency.

Quality Assurance: AC accreditation typically involves meeting specific criteria related to training, experience, and ethical standards. By obtaining accreditation, new coaches demonstrate their commitment to maintaining high standards of practice, which can provide assurance to clients and stakeholders.

Access to Resources and Support: Accredited coaches often gain access to a range of resources and support services provided by the accrediting organisation. This may include professional development opportunities, networking events, mentoring programs, and access to research and best practices in coaching.

Professional Development: AC accreditation may require coaches to engage in ongoing professional development activities, such as continuing education courses or supervision. This commitment to lifelong learning can help new coaches continuously improve their skills and stay abreast of developments in the field of coaching.

Community and Networking: Professionals with coach accreditation become part of a professional community of peers who share similar interests and goals. This can provide opportunities for networking, collaboration, and peer support, which can be invaluable for new coaches as they establish themselves in the field.

Marketing and Business Support: Some accrediting organisations offer marketing and business support services to help coaches promote their services and grow their practices. This may include access to marketing materials, business templates, and guidance on how to attract and retain clients.

Where can I learn more about your coach training programmes?

Our Accredited Award in Coach Training runs several times a year. All of the information on course content and dates of forthcoming courses can be found here.

The post New Accelerated Route to Coach Accreditation appeared first on ThinkEQ.

Put simply, emotional intelligence is about being in tune with your emotions and those of others, and knowing how to manage them in a positive constructive way.

According to Glassdoor, the average cost to hire someone new in the UK is estimated to be around £3000. For small to medium sized businesses, charitable, public, or voluntary sector organisations, that represents a significant investment.

Making the right hiring decision is not just important for financial reasons but getting the right person is likely to increase sales, drive productivity and boost a productive workplace culture. When interviewing for the role, it is important to look beyond technical expertise. The impact of getting all that wrong is costly and unfortunately, only around 20% of companies measure emotional intelligence when choosing candidates..

Understanding Emotional Intelligence in the Interview Process

Emotional intelligence (EI) refers to the ability to recognise, understand, and effectively manage both your own emotions and those of other people. It encompasses various skills such as self-perception (how you see yourself), self-expression (how you express yourself), interpersonal (your ability to create and sustain relationships), decision making (solving problems when emotions are involved) and stress management (how you cope in emotionally stressful situations).

In the recruitment process, emotional intelligence is crucial for successful hires for several reasons:

Better Team Dynamics

Employees with high emotional intelligence are more likely to work well with others, communicate effectively, and resolve conflicts constructively.  Better team dynamics will ultimately lead to stronger and more cohesive collaborations and successful delivery of objectives.

Leadership Potential

Even at the hiring stage, you should be on the lookout for potential leaders. Individuals strong in emotional intelligence will demonstrate leadership behaviours such as empathy, resilience, and the ability to inspire and motivate. They will be excellent communicators.

Adaptability and Resilience:

We’ve all worked in organisations where there has been a hesitance towards change. This creates a negative atmosphere. Emotionally intelligent employees will use their optimism and resilience to embrace uncertainty and change.  

Conflict Resolution

It is inevitable that employees will have differences of opinion. Those strong in emotional intelligence will have a respect for other people’s perspectives but be assertive enough to put forward their opinions in a constructive way that benefits everyone.

Reduction in Turnover

Hiring candidates with high emotional intelligence can contribute to lower turnover rates. In fact, various studies on EI in the workplace suggest that 400% of people are less likely to leave their job if they have a high EQ manager. These individuals are often more self-aware, which means they are better able to recognise and address their own needs and motivations, leading to higher job satisfaction and retention.

Crafting Emotional Intelligence Interview Questions

With 23% of hiring mismatches being put down to low emotional intelligence, it has never been more important to craft competency based, emotional intelligence interview questions that will elicit the best answers and give you the insights you need to hire successfully.  

Emotional intelligence interview questions should be open-ended, encouraging of more detail and focused on the candidate’s response to situations where they have had to demonstrate empathy, conflict resolution, decision-making, problem-solving, personal motivation and their ability to create and sustain effective working relationships.

When hiring for leaders, consider how they demonstrate these qualities in themselves and how they bring out these skills in those they lead.

So, how can you use questions to gauge a candidate’s emotional intelligence?

By using the EQ-i 2.0 model of emotional intelligence, and the subscales within, we can start to craft questions that assess a candidate on their self-perception, self-expression, interpersonal, decision-making and stress management capabilities.

Here are some examples of emotional intelligence interview questions:

Self Awareness

• Can you tell me about a time when you received feedback that was difficult to hear? How did you react and what did you learn?
• How do you use your strengths in the workplace and how do you work on improving yourself?

Self Actualisation

• What drives you to succeed in your work? Can you share an example of a time when you were particularly motivated to achieve a goal?
• What are your strengths and weaknesses and how to you leverage the strengths and dial down on the weaknesses?
• How do you stay engaged and enthusiastic about your work, especially during challenging or monotonous tasks?

Interpersonal Skills

• Describe a successful collaboration or teamwork experience you’ve had. What role did you play, and how did you contribute to the team’s success?
• How do you approach building relationships with teammates, clients, or customers?

Decision Making

• Describe a time when you had to make a decision as part of a team. How did you ensure that everyone’s perspectives were considered, and how did you reach a consensus?
• Describe a complex problem you encountered at work. How did you analyse the situation, and what steps did you take to find a solution?

Stress Management

• Describe a situation in which you had to remain calm under pressure. How did you handle it? (read the blog to learn more about stress reduction strategies)
• How do you manage your time and priorities when faced with competing deadlines?

Tips for Hiring Managers: Evaluating Responses Effectively

The questions above are designed to focus on the action taken rather than the situation. When asking these questions, you need to be able to measure the response by analysing the behaviours and how likely the person is to succeed in your workplace.

Taking the ‘decision-making’ questions above, these are intended to focus more on the behaviours than on the actual decision itself. Did the candidate make the decision quickly? Does this mean that they are impulsive? Did they decide in more time? Does this equate to hesitance? How will the answers translate into what you are looking for when it comes to hiring the best candidate?

Start with the end in mind. Consider what are you actually looking for from a candidate in terms of their behaviours and ensure that they align to your values as an organisation.

Great answers will demonstrate considered and collaborative approaches, independence, when necessary, objective, and reasoned decision making, ability to remain calm under pressure, excellent communication and interpersonal skills, and general role modelling of productive behaviours.

In the interview itself, listen out for the tone of their response as well as their body language. Some red flags might include a negative tone that seeks to blame, those who prefer completely autonomous working (unless the job calls for this), indecision, a lack of resilience, empathy and/or self-awareness.

Enhancing your Interview Technique with Emotional Intelligence

Weaving emotional intelligence into the interview process can lead to a more positive and productive experience for both interviewers and candidates. By building rapport, demonstrating empathy, managing emotions, adapting the interview approach, reading non-verbal cues, and providing constructive feedback, interviewers can create an environment conducive to meaningful interaction and successful outcomes.

This can be done in several ways:

Building Rapport

Interviewers with high emotional intelligence can establish a positive rapport with candidates from the outset. They can greet candidates warmly, make eye contact, and engage in active listening to create a comfortable and welcoming atmosphere. Building rapport helps candidates feel more at ease, which can lead to more open and authentic responses during the interview.

Empathetic Communication

Interviewers with strong emotional intelligence can empathise with candidates’ experiences and perspectives. They listen attentively, ask open-ended questions, and validate candidates’ feelings and concerns. By demonstrating empathy, interviewers can gain trust and build rapport with candidates, encouraging them to share more meaningful insights about their qualifications and experiences.

Managing Emotions

Interviewers may encounter candidates who are nervous, anxious, or stressed during the interview process. Emotional intelligence enables interviewers to recognise and manage their own emotions effectively, remaining calm, composed, and empathetic in response to candidates’ emotional cues. By modelling emotional self-awareness, interviewers can help candidates feel more comfortable and confident during the interview.

Adapting Interview Approach

Interviewers with emotional intelligence can adapt their interview approach based on candidates’ individual personalities, communication styles, and emotional cues. They may adjust the pace of the interview, tailor questions to suit candidates’ preferences, and provide additional support or clarification as needed. Adapting the interview approach ensures that candidates feel understood and valued, maximising the quality of the interaction.

Reading Non-Verbal Cues

Emotional intelligence enables interviewers to interpret candidates’ non-verbal cues, such as facial expressions, body language, and tone of voice. By paying attention to these cues, interviewers can gain insights into candidates’ emotions, attitudes, and level of engagement. This understanding allows interviewers to adjust their communication style and approach to better connect with candidates and elicit more authentic responses.

Providing Constructive Feedback

Interviewers with emotional intelligence can deliver feedback in a constructive and supportive manner, focusing on candidates’ strengths, areas for improvement, and potential growth opportunities. They offer specific examples, actionable suggestions, and encouragement to help candidates reflect on their performance and learn from the interview experience. Providing constructive feedback demonstrates empathy and investment in candidates’ professional development.

In Summary

Using emotional intelligence interview questions in the recruitment process is crucial as they provide insights into candidates’ self-awareness, social skills, empathy, resilience, and decision-making abilities, all of which are essential for success in the workplace.

By evaluating emotional intelligence during interviews, employers can make more informed hiring decisions, create, and maintain positive workplace cultures, improve team dynamics, and ultimately enhance organisational performance and success.

As the evidence suggests, adopting an EQ approach to the hiring process will differentiate the good from the potentially great.

If you want to stay up to date on how to use EQ to create and sustain high performing workplace cultures, subscribe to our mailing list.  

The post Emotional Intelligence Interview Questions that Unlock Potential appeared first on ThinkEQ.

Emotional intelligence isn’t just about being aware of your own emotions; it’s about harnessing this awareness to create a supportive, engaging, and cohesive team environment. It empowers leaders to inspire collaboration, improve communication, and easily resolve conflicts, paving the way for strong and resilient team dynamics.

The Importance of Emotional Intelligence in a Growing Team

As teams grow, the management of individual personalities, motivations, and work styles intensifies. It’s not just about ensuring tasks are completed; it’s about nurturing a team culture that thrives on mutual respect, understanding, and shared goals. Emotional intelligence stands at the forefront of this challenge, offering leaders a framework to not only recognise but also positively influence the emotional dynamics of their team.

Emotional intelligence encompasses a range of skills essential for managing a growing team effectively:

Self-awareness: Understanding your own emotions, strengths, and weaknesses, and recognising their impact on the team.

Self-regulation: The ability to redirect emotions and adapt to changing circumstances.

Motivation: A passion to work for reasons that go beyond money or status, and an inclination to pursue goals with persistence.

Empathy: The ability to understand the emotional makeup of other people and treat them according to their emotional reactions.

Social skills: Proficiency in managing relationships and building networks, and an ability to find common ground and build rapport

In the context of a growing team, these skills become invaluable. They help leaders manage not just the operational aspects of team expansion but also the human element, ensuring that team members feel valued, understood, and inspired. This, in turn, creates a positive work environment where fresh ideas and productivity flourish.

By prioritising emotional intelligence, leaders can navigate the challenges of team growth with a balanced approach, ensuring that the team not only expands in size but also in capability and unity. This sets a solid foundation for sustainable success, where team members are engaged, challenges are navigated with empathy, and the overall team dynamic is strengthened.

Developing a Team Growth Plan with Emotional Intelligence

Developing a team growth plan involves planning the practical details of expanding the team and considering the emotional and social elements vital for success. Here’s a guide for leaders on establishing and executing a growth plan informed by emotional intelligence (EI):

Integrating Emotional Intelligence into Recruitment and Onboarding:

• Prioritise candidates with strong Emotional Intelligence skills such as empathy, adaptability, and communication during recruitment.
• Use behavioural interview questions to assess Emotional Intelligence competencies.
• Introduce new team members to the team’s culture, emphasising Emotional Intelligence in daily operations through onboarding training.

Nurture Continuous Emotional Intelligence Development:

• Provide ongoing opportunities for team members to enhance EI skills via workshops, coaching, and team-building activities.
• Focus development efforts on communication, empathy, conflict resolution, and emotional regulation.

Emotionally Intelligent Leadership Practices:

• Leaders should model EI by demonstrating empathy, active listening, and openness to feedback.
• Adjust leadership styles to meet the team’s changing needs and recognise each member’s unique contributions.

Evaluating and Adapting the Growth Plan:

• Regularly assess the team’s emotional climate and communication effectiveness to gauge the plan’s impact.
• Be prepared to adjust the growth plan based on team feedback, ensuring alignment with team goals and member well-being.

By following these steps, leaders can ensure their team’s growth is not only managed effectively in terms of numbers but also nurtures the emotional and relational dynamics critical for a cohesive and high-performing team.

Resources for Enhancing Team Emotional Intelligence

To support the development of emotional intelligence (EI) within a growing team, a variety of resources can be used. These resources are designed to improve understanding, practice, and application of EI principles in a growing team setting. 

Here’s a selection of resources that leaders can incorporate into their team growth and development strategies:

• Books and Publications: There are numerous books on emotional intelligence that can provide deeper insights and strategies. Notable titles include “Emotional Intelligence 2.0” by Travis Bradberry and Jean Greaves, and “Primal Leadership” by Daniel Goleman, which explore the application of EI in leadership and team dynamics.
• Workshops and Training Programs: Engaging in workshops led by EI experts or organisational psychologists can provide practical, hands-on experience with emotional intelligence concepts. These sessions often include role-playing, group discussions, and personalised feedback.
• Coaching and Mentoring: Personalised coaching sessions for leaders and team members focused on developing specific EI competencies can be highly effective. Mentoring programmes within the organisation can also facilitate the sharing of EI strategies and experiences.
• Team-Building Activities: Activities designed to enhance team unity and communication can also improve emotional intelligence. These might include retreats, problem-solving challenges, or regular team meetings focused on emotional check-ins and feedback. Note that ‘Team Building’ is not the same as ‘Team Coaching’.

Overcoming Common Challenges in Growing Teams

Integrating new members while preserving the essence of the team’s culture presents another hurdle. It’s essential for leaders to not only communicate the core values and expectations clearly but also to embody these principles, ensuring that the team’s foundational culture remains intact despite its evolving size.

Conflict resolution becomes increasingly critical as more personalities and perspectives enter the team. An emotionally intelligent approach to conflict involves understanding the underlying emotions and motivations, facilitating a dialogue that respects all viewpoints, and guiding the team towards constructive solutions.

Navigating the waters of change also tests a leader’s emotional intelligence. Changes, whether in team structure, projects, or strategies, can unsettle team members. Leaders who recognise and address these emotional responses, offering clear communication and support, can smooth the transition, keeping the team aligned and focused.

Lastly, recognising and fostering individual growth within the larger team dynamic is crucial. As teams expand, personal contributions might not be as visible, which can impact an individual’s sense of value and motivation. Leaders need to make concerted efforts to acknowledge individual achievements and provide opportunities for professional development, ensuring each team member feels seen and appreciated.

By addressing these challenges with a keen sense of emotional intelligence, leaders can guide their growing teams through transitions smoothly, fostering an environment of trust, respect, and collective ambition.

What’s next?

Embrace the power of emotional intelligence (EI) to navigate team growth with Think EQ. 

Our specialised workshops, assessments, and coaching are developed to enhance your leadership and team dynamics. Discover how we can guide your journey towards a cohesive and successful team. Contact us today to explore how our services can help you build a team that’s equipped for what’s next.

The post How to Manage a Growing Team with Emotional Intelligence appeared first on ThinkEQ.

What is coaching?

At its very core, coaching is focused on helping peole make significant and lasting changes. Traditional coaching often includes methods like clarifying goals and creating action plans. Coaches provide their clients with accountability and encouragement.

Coaching is not to be confused with consulting, therapy, personal support, mentoring or training. Coaching is future-focused and the direction is led by the person being coached.

Why should you become a coach?

Coaching is now regarded as one of the most ‘in-demand’ services. It is needed by organisations and individuals alike and its popularity is not slowing down. Here are some reasons as to why should become a professional coach:

Helping Others Succeed:

Coaching allows you to make a positive impact on the lives and careers of other people. Coaches can help clients set and achieve goals and overcome challenges and obstacles. Coaches work with their clients to develop their self-awareness to help them realise their own potential.

Boost your Personal Development:

As a coach, you continually refine your own communication, interpersonal, and leadership skills. The process of helping others often leads to personal growth and self-discovery.

Enjoy Greater Flexibility:

Coaching can be a flexible and rewarding career. It allows you to set your own schedule and work with clients in various locations.

Be Your Own Boss

Many coaches operate as independent entrepreneurs, building their coaching practices and creating their brand. This entrepreneurial aspect can be appealing to those seeking autonomy and the ability to shape their business.

Remember though that, like all entrepreneurs, building a business takes time and a great deal of personal motivation.

Work with Different People:

Coaches often work with a diverse range of clients, which can be intellectually stimulating and enriching. Each client brings unique challenges and opportunities for learning.

Learn all the Time:

The field of coaching is dynamic, and staying engaged requires ongoing learning. This commitment to learning can keep you sharp and updated on the latest coaching techniques and methodologies.

Be a Positive Influence:

Coaches have the privilege of being a positive influence in other’s lives. By providing support, guidance, and encouragement, coaches contribute to the personal and professional development of their clients.

It’s Financially Rewarding!

Successful coaches can achieve financial success as their client base grows. Establishing and growing a coaching business takes time. The potential for financial rewards is there, especially for those who specialise in high-demand or niche areas of coaching.

Later in this blog, we will discuss what you can expect to earn as a professional coach.

Get Job Satisfaction:

Witnessing the positive changes in your clients’ lives can be incredibly satisfying. Knowing that you played a role in their success can bring a deep sense of fulfilment.

Help Boost Wellbeing:

Coaches often contribute to the well-being and resilience of individuals and organisations. Coaches help clients navigate challenges and build a more satisfying and purposeful life or career.

Why should coaches be trained?

Delivering any service that is crucial to a person’s growth and development needs the knowledge, skills, and experience of a professional. Buyers of such services demand excellence after all, it is a huge investment of their time, money, and energy.

Professionals who invest in their own development, who adhere to professional ethics and standards and those who continue to develop themselves long after their training ends are, and always will be, a more preferred option.

That’s why coach training is so important, both for you as the professional and your client as the buyer.

Who should train as a coach?

The most successful and effective coaches are those who have a genuine interest in helping others, possess strong interpersonal skills, and enjoy facilitating personal and professional growth.

Those who are open to continuous learning, self-reflection, and maintaining high ethical standards are well-suited for coach training. Coaching is a versatile profession that can attract people from various backgrounds, including business, education, counselling, and human resources.

What makes a great coach?

Coaching is a demanding but hugely rewarding career but not everyone has the attributes needed to become an effective professional coach.

Key to becoming the best coach possible is an individuals’ own openness to being coached themselves! It can be surprising that those who seek to help others make changes are quite reluctant at times to activate a coaching mindset in themselves.

Here’s our guide to what makes a great coach:

Active Listening: Great coaches excel at active listening, demonstrating empathy and understanding to connect with their clients on a deeper level.

Effective Communication: Clear and concise communication is crucial for conveying ideas, providing feedback, and asking powerful questions to facilitate client growth. A professional coach will always be curious, ask open questions that allow their coachee to explain and ask for more.

Empathy: Empathy allows coaches to create a safe and supportive space, fostering a strong coach-client relationship and encouraging open communication.

Empathy is one of the most important traits of a great coach. Understanding and appreciating that the client is the expert of their own life, not you.

Goal-Orientated Approach: Great coaches help clients set clear, achievable goals and develop actionable plans, keeping them focused and motivated throughout the coaching process.

Continuous Professional Learning: A commitment to continuous learning and professional development ensures that great coaches stay informed about new methodologies and tools, enhancing their coaching skills over time.

How long does it take to train as a professional coach?

Coach training programmes vary greatly in terms of content and commitment. Some will be very practical and others more academic and theory based. At Think EQ, our Accredited Award in Coach Training takes approximately 60 hours which is the hours needed to apply for individual coach accreditation.  

In general, factors like certification level and method of delivery (blended, online or in-person) can impact on the time it takes to train as a coach. Foundational coach training typically spans a few weeks to months, covering fundamental skills, while advanced training in areas like executive coaching can extend the timeline.

For International Coach Federation (ICF) accreditation, minimum training requirements range from 60 to 200 hours, with additional time needed for practical experience.

Part-time and full-time programme options, as well as self-paced learning, further contribute to the variability in training duration. A great coach, however, will always be investing time in their own development.

What is coach accreditation?

This is the ‘bit after’. It’s great to have coach training but those who want to stand out from the crowd and evidence their competency to potential clients will progress on to achieve individual accreditation with an accredited coaching body. You’ve acquired the coach training hours so gaining the coaching hours and applying is the logical next step.

There are many advantages to achieving coaching accreditation, the main ones being:

• It provides buyers of coaching services with a greater certainty and comfortability of your competence and ability,
• It raises your personal credibility and professional standing,
• Demonstrates that you are willing, and continually investing, in your own development,
• It raises the credibility and standards of the coaching industry,
• It’s more than a qualification – it is recognition that you aren’t willing to settle for low standards. You want to show that you’re able to apply good practice in coaching.

What should I look for in a professional coach training programme?

When selecting a coach training provider, it’s important to think about what you want to learn, what you need to learn and whether the provider can meet your needs. Some people will look for flexibility in delivery, others won’t. Pick a programme that will meet your needs and set you up for success.

1. Experienced and Qualified Trainers

Look for programs with instructors who have significant coaching experience and are recognised in the coaching community. Experienced trainers contribute to the quality of the learning experience.

Our coach trainers aren’t just accredited themselves but being an accredited coach trainer for over 15 years, we’ve trained hundreds of people to become coaches and supported them to achieve their own personal accreditation. Learn more about our team.  

2. Curriculum and Content

Review the curriculum to ensure it covers a comprehensive range of coaching skills, methodologies, and ethical considerations. A well-rounded programme should prepare you for various coaching scenarios.

In our programme, we cover all the usual tools and models to support growth but as we’re a centre for emotional intelligence, our coach training is firmly rooted in developing individuals and strengthening workplaces using the EQ-I 2.0.

3. Practical Experience and Supervision

A good coach training program should include opportunities for practical coaching experience, often with real clients. Additionally, supervision by experienced coaches provides valuable feedback and support. Our programme allows you to learn in your own time and join in with a small cohort for live learning sessions.

Small group supervision sessions are scattered throughout the 30 week programme and our resident Accredited Coach Supervisor is on hand to support your growth as a coach. A massive part of the course is practical. We dedicate class time to peer coaching in triads. One coach, one coachee and an observer. Learning from each other really works.

4. Certification and Accreditation Pathways

If you’re aiming for AC, ICF or EMCC certification, ensure that the programme aligns with the certification requirements and offers specific pathways for certified coach levels. You can read more about the accreditation levels later in this blog.

At Think EQ, our coach training programme is accredited by the Association for Coaching. The coach training hours can be used for application to the ICF and EMCC too though.

While many coach training programmes are accredited with a coaching body (Think EQ offers the Accredited Award in Coach Training as it is accredited by the Association for Coaching), it is important to remember that no training provider will offer coach accreditation as part of your training. If they say this, move away from them quickly.

The path towards individual accreditation (with any professional coaching body) takes many months of evidence gathering, logging of coaching hours and an application process. Of course, many coach training providers, like Think EQ, will offer you support to achieve this.  

5. Flexibility and Accessibility

Consider the format and delivery of the programme. Some programmes offer flexible schedules, online options, or a combination of in-person and virtual learning, allowing you to choose a format that suits your needs.

6. Support and Community

A strong support system and a sense of community among fellow trainees are valuable aspects of a training program. Look for programmes that foster a supportive learning environment and provide ongoing resources.

At Think EQ, we keep our class numbers small so that everyone has a chance to get as much out of it as possible. We have a large, active alumni base and run regular CPD opportunities for our former students, often free or at a reduced price.

7. Cost and Value

Compare the cost of the programme with the value it offers. Consider the overall investment, including any additional fees for materials, supervision (free with Think EQ), or exams, and assess whether it aligns with the quality of the training. You can learn more about what you should expect to pay for professional coach training in the next section.

8. Reviews and Testimonials

Always a good idea! Check out their reputation as a coach trainer. You can do this by checking out social media and review sites. Look for reviews and testimonials from previous participants to get insights into their experiences with the programme.

Positive feedback and success stories can be indicators of a reputable training provider. Don’t forget to check out your membership directories on the AC and ICF websites. Check you’re dealing with a professional!

How much is professional coach training?

This is something that varies greatly, too. You could nip on to Udemy and become a ‘coach’ today for £9.99. Will it give you the knowledge and skills needed to become an effective coach? You can decide.

Lengthier programmes, in-person learning environments and those with adds on such as coach supervision and psychometric tool certification typically cost more.

AC, ICF and ECCM Accredited Coach Training programmes are in high demand and usually cost between £2500 and £15,000.

Who regulates coaching in the UK?

In short, there is no regulatory body for coaching. There are, however, bodies responsible for those who want to operate ethically and competently and adhere to standards of professionalism. These are called accreditation bodies.

In the UK, the 3 most popular bodies for coach accreditation are the Association for Coaching (AC), The International Coaching Federation (ICF), and the European Council for Coaching and Mentoring (ECCM). Which body you choose to apply for accreditation is up to you. There is no right or wrong.  

The AC has produced a helpful comparison guide which allows you to see the minor differences in method and approach.  

The Association for Coaching (AC)

The Association for Coaching UK was first established in the UK back in 2002 and has approximately 7000 members across the globe. It offers 4 levels of accreditation to individuals, based on their experience and training. These are:

• Foundation Coach
• Coach
• Professional Coach
• Master Coach

In addition, training providers can apply to the AC to have their coaching courses accredited at Award, Certificate, Diploma and Advanced Diploma level.

The Association for Coaching offers its members with a range of webinars, podcasts, learning and practical tools to grow and develop its members. As a UK based coaching body, you’re never far away from a local members event either.

At Think EQ, our flagship accredited coach training programme is accredited by the Association for Coaching but is also recognised by the International Coaching Federation when it comes to coach training hours. Those embarking upon coach training with us will receive a free AC foundation membership for one year. Note that this is a membership and not an individual accreditation

The International Coaching Federation (ICF)

The International Coaching Federation (ICF) is the largest body for professional coaching across the world. It has 30,000 members in 135 countries, 3500 in the UK. Like the Association for Coaching, the ICF provides independent accreditation to training providers and individuals and offers the following qualifications:

• Associate Certified Coach
• Professional Certified Coach
• Master Certified Coach

ICF accredited professional coach training programmes are great if you are looking to coach across the world. The brand recognition helps.

The European Mentoring and Coaching Council (EMCC)

EMCC Global exists to develop, promote, and set the expectation of best practice in mentoring, coaching, and supervision globally for the benefit of society. Like the Association for Coaching, The European Mentoring and Coaching Council was established in 2002. It has around 10,000 members across the world mainly, you guess it, spanning Europe. It provides 4 levels of coach credentialling that map to its 4 levels of coach training. These are:

• Foundation
• Practitioner
• Senior Practitioner
• Master Practitioner

Which professional coach training programme is best?

There’s no easy way to answer this because it depends on what you are looking for. We’ve therefore compiled a list of some of the most popular courses and qualifications so you can compare and make an educated choice.

Think EQ (Accredited Award in Coach Training)

Think EQ is one of Scotland’s longest established providers of coaching and professional coach training rooted in emotional intelligence. Our flagship coach training programme is delivered over 30 weeks and provided the 60 hours needed for coach accreditation. This programme is delivered as a blended mix of online self-study modules, small live classes, supervision sessions and observed coaching practice.

The syllabus covers:

Developing a Coaching Mindset: coaching – what it is and what it is not, the coaching mindset, benefits of coaching, the process, contracting, tools and techniques and coaching demos of sessions 1 to 6.

Disciplines in Coaching: Emotional intelligence, solutions-focused coaching, cognitive behaviour coaching, self-reflection as a coach, strengths coaching, the inner coach and challenging your coachee.

Coaching Tools, Models and Approaches: goal setting using models, CIGAR, GROW, OSCAR, your coaching niche, affirmations, sustainability, measuring the impact of coaching.

Developing as a Coach: Self-reflection, coaching ethics and competencies, preparing for coach accreditation , applications and support. We also provide observed coaching and coach supervision with an accredited coach supervisor.

Throughout the course, you will be provided with a wealth of resources: downloadables, scripts, models, logs and templates, course handbook, book reviews and podcast recommendations.

As our accredited coach training has emotional intelligence at its core, each learner will have the opportunity to take their own EQ-i 2.0 assessment and have a 1 hour debrief session with an EQ certified professional coach.

Self-awareness is key to being a great coach and this diagnostic can not only offer you personal insights and recommendations, you get the opportunity to see for yourself how diagnostics can support a coaching conversation.

You can start this programme at any time. At the end of the programme, you will receive the Accredited Award in Coach Training.

If you’re not ready to take a professional coach training programme but your role requires a coaching approach, we also offer a coaching skills course called Curious Conversations where we introduce the concepts of coaching to managers so that they can start to adopt a coaching mindset in the workplace. Add-ons include observed coaching and coach supervision.

Cambridge Management and Leadership School (Certificate in Coaching and Mentoring)

The Certificate in Coaching and Mentoring is an academic course, rooted in theory and provides learners with knowledge on the key topics and themes related to coaching, mentoring, and counselling.

The certificate covers topics like types, techniques and approaches to coaching, the difference between coaching and mentoring, coaching models such as GROW and CLEAR, ethics and professional standards, case studies and self-reflection, intended to improve the learner’s performance or professional development.

This course is delivered entirely online and does not require the learner to practice their coaching skills in order to pass. There is no supervision or observation of the learner’s coaching practice or ability to deliver a coaching session. It takes 12 hours to complete the course. The programme is not endorsed by a recognised coach accreditation body.

Henley Business School (Professional Certificate in Executive Coaching)

The Professional Certificate in Executive Coaching is triple accredited by the International Coaching Federation, the European Mentoring and Coaching Council and the Association for Coaching. This means that successful completion of the programme satisfies several of the requirements for the three main coaching accreditation bodies to achieve individual coach accreditation.

Learners on the Henley Business School course can opt to complete this programme live (in class) or online. The Professional Certificate in Executive Coaching runs over a total of nine months part-time and the syllabus includes:

Self- Awareness as a Coach: what coaching is, your personal coaching style, introduction to behavioural psychology

Coaching Tools and Models: psychological models, coaching approaches, tools and techniques

Integration – ethics and reflective practice

Afterwards, learners need to take part in supervision, coach mentoring and complete 20 hours of their own coaching. A 2,500 word essay along with a 30 minute recorded coaching session are required to pass.

This institution offers interesting follow on courses in Board and Systemic Coaching, as well as Coaching in Behavioural Change.

Henley Business School’s coaching programme starts at around £6500.

The Institute of Learning and Management (ILM) Level 3, 5 or 7 in Coaching and Mentoring

The Institute for Leadership and Management (ILM) is another body that offers coaching and mentoring training. ILM is recognised throughout UK. It trains around 70,000 managers and leaders every year. It is often the ‘go to’ for public sector organisations.

The ILM is partnered principally with the European Council for Coaching and Mentoring (ECCM). They offer Coaching and Mentoring courses at Levels 2, 5 and 7. Normally, these are delivered through independent training providers, colleges, and universities.

The ILM describe their Level 5 as ‘an excellent foundation for a career in development or as an independent coach and mentor’. It is roughly the same level as first or second year of an undergraduate degree course.

The fundamentals of coaching are covered in the syllabus. Topics covered include coaching principles, methods, tools, and techniques, coaching models. The course covers how to use coaching in the workplace to improve cultures. This course is geared towards those in a management role who have responsibilities for developing others.

ILM Level 7 is geared towards internal people managers or external professionals who have started their coaching practice and want to develop a high level of expertise.

Typically, Level 7 would be required for executive/senior level coaching. As an indicator, Level 7 is roughly equivalent to 1st level of ICF accreditation and AC Foundation Coach. Certification is awarded once all 3 mandatory assignments are completed and 20 hours of coaching have been logged.

So, is professional coach training worth it?

Professional Coach Training is a statement that tells buyers that you have undergone an accredited training programme. It proves that you have acquired the knowledge and skills to support the client to work towards achieving those goals.

By embarking upon professional coach training, you will get the confidence too that your approach is tried and tested. Supplementing your coach training with individual coach accreditation shows that you are invested in your line of work.

Many professional coach training providers will help you get you started on you journey towards becoming a coach. Your learning shouldn’t stop once you’ve achieved your certification however. The best coaches will continue to develop with continuous professional development and with the support from a Coach Supervisor.  

The post How to Choose the Best Professional Coach Training Programme appeared first on ThinkEQ.

As the calendar turns its pages, ushering in a new year, the air is filled with the promise of fresh beginnings and resolutions. It’s that time when gyms are crowded, self-help books fly off the shelves, and social media is flooded with #NewYearNewMe posts. However, in the midst of this obsession with self-improvement, let’s take a moment to consider a different perspective: Why not celebrate the beauty of who you already are and embrace self-acceptance in 2024?

Society often bombards us with the notion that a new year should bring a new version of ourselves. Whether it’s losing weight, adopting a new fitness routine, or completely transforming our lifestyles, the pressure to change can be overwhelming.

In recent studies, it was found that whilst women tend to focus on weight-related new year resolutions, men focus more on pursuing their career ambition (23%) or cutting down on drinking. Nobody’s resolutions are wrong but what if, instead of succumbing to this pressure, we chose to embrace the idea that we are already enough? I mean, only 9% of people successfully keep their new year resolution anyway!

The constant pursuit of a “better” version of ourselves can lead to feelings of inadequacy and self-doubt. It’s essential to recognise that self-acceptance is a powerful force for positive mental health.

Instead of fixating on perceived flaws, think about embracing your unique qualities, quirks, and imperfections. After all, it’s these very traits that make you who you are.

Striving for perfection is a never-ending cycle that can leave us constantly dissatisfied.

The truth is nobody is flawless, and that’s perfectly okay. Embracing authenticity and acknowledging that growth can happen without radical transformation allows for a more genuine and sustainable sense of well-being.

Instead of setting resolutions based on the desire to become someone entirely different, let’s think about setting intentions for personal growth.

Growth is progress, learning, and development without the pressure of completely reinventing yourself. Small, consistent steps toward improvement are more realistic and achievable than drastic, unsustainable changes.

Take a moment to reflect on the positive aspects of your life.

Gratitude for what you have and acknowledging your achievements, no matter how small, can shift your perspective from what’s lacking to what’s already there.

You can read more about gratitude here where we offer tips on how to express gratitude.

As we step into the new year, let’s challenge the narrative that change is the only path to happiness and fulfilment.

You don’t need a “new you” to embrace the possibilities that lie ahead. Instead, focus on self-acceptance, recognising your worth, and celebrating the unique individual you are.

The journey of personal growth is ongoing, and it’s perfectly okay to be comfortable with who you are while welcoming the opportunities for positive transformation that may naturally unfold.

Here’s to a year of embracing self-acceptance in 2024, through self-love, acceptance, and genuine growth!

The post #NewYearNewMe: Why We Should Embrace Self-Acceptance in 2024. appeared first on ThinkEQ.

Understanding Gratitude

Gratitude is more than a polite thank you; it’s a mindset, an attitude of appreciation for the positive aspects of life. Research in psychology consistently highlights the myriad benefits associated with cultivating gratitude. From increased happiness and life satisfaction to improved mental health, the effects of gratitude are both tangible and transformative.

The Science of Gratitude

Numerous studies have shown that practicing gratitude can lead to changes in the brain, particularly in areas associated with emotions and decision-making. Gratitude stimulates the production of dopamine and serotonin, neurotransmitters that contribute to feelings of pleasure and well-being. Understanding the neuroscientific basis of gratitude adds another layer to its significance in our lives.

Gratitude and Mental Wellbeing

Stress Reduction and Resilience

The fast-paced nature of modern life often results in stress and burnout. Gratitude acts as a powerful antidote, helping individuals cope with stressors and enhancing their resilience. By focusing on what we are grateful for, we shift our mindset from scarcity to abundance, reducing the impact of stress on our mental health. Check out our webinar series where we talk about resilience in more detail.

Depression and Anxiety

Research suggests that gratitude interventions can be effective in reducing symptoms of depression and anxiety. Grateful individuals tend to have lower levels of toxic emotions and are more equipped to manage challenges. Exploring gratitude as a therapeutic tool opens up new possibilities for mental health treatment.

Gratitude in Relationships

Strengthening Bonds

Gratitude plays a pivotal role in building and maintaining healthy relationships. Expressing appreciation fosters a positive environment, strengthens emotional connections, and creates a sense of reciprocity. Whether in personal relationships or professional collaborations, gratitude is a glue that binds individuals together.

Conflict Resolution

In times of conflict, a grateful perspective can be a game-changer. By acknowledging and expressing gratitude for positive aspects within a relationship, individuals can navigate disagreements more effectively. This not only resolves conflicts but also contributes to the growth and maturation of relationships.

Gratitude and Personal Development

Goal Achievement

Gratitude is linked to increased motivation and goal attainment. When individuals recognise and appreciate the support they receive, whether from others or themselves, they are more likely to stay committed to their goals. Gratitude provides the emotional fuel needed to persevere in the face of challenges. We talk a lot about goal achievement, personal fulfilment and gratitude in coaching.

Mindfulness and Presence

Practicing gratitude encourages mindfulness – the art of being fully present in the moment. By appreciating the current circumstances and acknowledging the positive aspects of life, individuals can experience a profound sense of peace and contentment, fostering personal growth and self-awareness.

Gratitude in Action

Gratitude Practices

Incorporating gratitude into daily life doesn’t have to be complicated. Simple practices, such as keeping a gratitude journal, expressing appreciation to others, or even taking a moment to reflect on positive experiences, can make a significant impact. Exploring different gratitude practices allows individuals to find what resonates most with them.

The Ripple Effect

The beauty of gratitude lies in its ability to create a ripple effect. As individuals embrace and share their gratitude, they inspire others to do the same. This positive contagion not only uplifts individual lives but contributes to creating a more grateful and compassionate society.

The Gratitude Revolution

Gratitude is a force that transcends cultural boundaries and societal norms. Its power lies not only in its ability to bring joy to individuals but also in its potential to transform communities and societies. As we navigate the complexities of life, let us not underestimate the profound impact that a grateful heart can have on our journey. By acknowledging and appreciating the blessings, big and small, we open ourselves to a world of possibilities, creating a life rich in meaning, fulfilment, and success. Embrace the gratitude revolution, and watch as it unfolds the chapters of a truly remarkable life.

The post How to be Satisfied – The Transformative Power of Gratitude appeared first on ThinkEQ.